Why the Fitness Industry Must Lead the Fight Against Obesity

If the fitness industry is serious about working alongside the NHS and becoming a key player in supporting a healthier population, we must start with what we do best. Yes, there is a valuable place for cardiac rehabilitation, post-operative support, and targeted interventions. But the greatest impact we could make, both on individual lives and on the healthcare system, is in tackling weight management and movement at scale.

The Cost of Obesity

Obesity is one of the biggest drivers of healthcare costs in the UK.

• According to NHS England, obesity costs the wider UK economy an estimated £58 billion a year, largely due to lost productivity, sickness absence, and increased healthcare costs.

• Around one in four adults in England are obese, and a further 37% are overweight.

• Obesity is linked to more than 30 medical conditions, from type 2 diabetes to cancer, and contributes to around 30,000 premature deaths per year.

• Public Health England has estimated that obesity costs the NHS alone over £6 billion annually, with projections that this could rise to £9.7 billion by 2050 if no action is taken.

These figures make it clear: while specialist rehab services are valuable, the most pressing challenge to our nation’s health is weight and inactivity.

A Missed Opportunity

Back in 2020, Boris Johnson’s government announced an “obesity strategy” to encourage healthier eating and more active lifestyles. The rhetoric was bold, but the follow-through was limited, and the opportunity to create real, sustained behaviour change was lost.

This raises a difficult but necessary question: why can’t the fitness industry itself take the lead? Why are we waiting for government to solve a problem that sits squarely in our area of expertise?

Leading from the Front

Imagine if, instead of fragmented efforts, our sector launched a unified, national strategy focused on lifestyle change and weight management. The industry could:

• Run local and national campaigns highlighting the reality of living at a healthy BMI and the benefits of active lifestyles.

• Partner with educators to embed healthy eating and movement into school culture, ensuring children grow up with the right habits.

• Collaborate with media and community organisations to normalise health as a daily priority, not an afterthought.

• Provide entry-level programmes that demystify gyms and focus on safe, effective, and enjoyable activity for beginners.

With government endorsement, this could even be linked to tax incentives for individuals. Just as the cycle-to-work scheme encourages active commuting, why not reward people who commit to structured activity programmes or achieve measurable improvements in health markers? The reward system should focus on individuals taking action, not simply funnelling subsidies into the sector.

Shifting the Narrative

The key is to focus less on treating illness and more on preventing it. That means:

• Encouraging lifestyle change rather than quick fixes.

• Making fitness accessible to all, not just the confident 17% who already engage.

• Involving the whole industry — independents, franchises, leisure centres, and boutique operators alike — not just large public-sector providers.

The skills exist. The knowledge exists. The passion is undeniable. What has been missing is a unified willingness to collaborate without self-interest and to drive campaigns that benefit the population first, and the sector second.

A Call to Action

If we, as an industry, truly believe in our ability to improve health, then obesity and inactivity must be our primary battleground. Not only is this where we can make the greatest societal impact, but it is also where we can prove our value beyond doubt to policymakers, educators, and the public.

The question is not whether we can do this. We can. The question is whether we are willing to work together, with a collective purpose, to make it happen.

The Power of Collaboration

 

The Power of Collaboration

Collaboration does not mean giving up your USP or diluting your brand. It means recognising that when gyms work together, the whole sector gets stronger. Here are just a few ways local operators could start:

• Joint community events: Multiple gyms in one town partnering to host fitness festivals, taster days, or city-wide open weekends. Imagine the impact if every club in a city opened their doors for free over one weekend, marketed together, and celebrated the benefits of being active.

• Shared challenges and campaigns: A “10,000-step city challenge,” or a joint fundraising event where every participating gym contributes classes and promotion. Not only would this engage current members, but it would draw in people who have never set foot in a club.

• Cross-promotion: Gyms with different niches could recommend each other rather than compete. A strength-focused facility could point members interested in yoga toward a local studio, and vice versa.

• Joint staff training: Bringing teams together for education days builds professional relationships, raises standards, and reduces costs for each club.

• Corporate partnerships: Instead of each gym chasing the same large employer individually, why not collaborate to create a city-wide employee wellbeing package? Shared access, shared marketing, shared results.

• School and university engagement: Partnering as a collective to deliver programmes across schools or student unions would have far greater impact than each club trying to go it alone.

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Why Collaboration Works

Collaboration has clear advantages:

• Market growth: Instead of cannibalising the 17% of already active adults, collaborative campaigns can bring new people into the sector.

• Stronger community presence: A group of gyms working together becomes a force that councils, local businesses, and the media can’t ignore.

• Shared resources: From marketing spend to outreach, pooling efforts reduces costs while increasing impact.

• Member perception: Seeing gyms unite around a cause enhances credibility and shows that the industry cares more about health than about rivalry.

• Owner wellbeing: Running a gym can be isolating. Having regular dialogue with peers facing the same challenges fosters support and resilience.

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Building the Bridges

Change won’t happen by accident. It starts with small steps:

• Pick up the phone and introduce yourself to other club owners in your area.

• Suggest a coffee to share experiences — you’ll often find your challenges are the same.

• Propose a pilot initiative, whether it’s a joint charity workout or a shared social media campaign.

• Create a local WhatsApp group of owners and managers to share quick wins, frustrations, and opportunities.

Collaboration is not about losing your edge or giving away trade secrets. It’s about recognising that a rising tide lifts all boats.

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Final Thought

The fitness industry has a choice. We can keep fighting over the same limited market, competing for members who already value exercise. Or we can come together to grow the sector, reach the 83% who aren’t yet active, and create stronger, more sustainable businesses in the process.

Competition has its place, but collaboration could be the game-changer our industry needs. The question is — are we brave enough to try?

.Why Gyms Can’t Afford to Forget Gen X and Boomers

 

Why Gyms Can’t Afford to Forget Gen X and Boomers

In the fitness industry, so much attention is focused on attracting younger members. We build marketing campaigns around Gen Z and Millennials, we invest in the latest digital tools, and we design services with the assumption that everyone wants to track, share and post their workouts.

It makes sense on the surface. Younger members are active on social media, they adopt new trends quickly, and they tend to shout about the things they like. But by putting so much energy into one demographic, we risk forgetting another group who bring something far more valuable than likes and shares. Generation X and Baby Boomers.

These members are not only here in large numbers, they are often more loyal, more consistent and have more disposable income to spend on their health than their younger counterparts. Yet too many gyms give them the impression that modern facilities are not designed for them.

Once you start looking, the signs are everywhere. Programmes delivered exclusively through apps. Class bookings only available online. Inductions that skim through equipment with the speed of a YouTube reel. Imagery in campaigns that shows nothing but lean, toned bodies under 30. The unspoken message is clear – this is not for you.

The irony is that when these members do feel welcome and supported, they stay longer, spend more and become some of the best advocates a club can have. They are often driven by different motivations. Health. Mobility. Independence. Social connection. And these goals tend to deepen with age.

So how can we bridge the gap? Part of it is about choice. Give members the option of traditional programme cards alongside digital tools. Some people genuinely prefer having something they can hold and tick off, without needing to log in or sync up. It feels familiar, and familiarity builds confidence.

Another part is in the onboarding process. Slowing things down, allowing more one-to-one time, and making sure equipment is not just demonstrated but practised under guidance can make all the difference. It’s not about talking down to people, but about meeting them where they are.

Staff training is crucial too. The ability to adapt communication to different generations is a skill that is often overlooked. For some members, technical jargon will inspire curiosity. For others, it will simply confuse and create distance. Staff should feel confident in explaining why each exercise is important, how it benefits the individual, and in checking understanding in a way that feels respectful and encouraging.

Marketing plays a role in the solution as well. If every image you use features someone in their twenties, you are unintentionally sending a message about who you expect to join. Featuring older members thriving in your club, telling their stories, and celebrating their successes can make your brand feel instantly more relatable.

Finally, there is the social side. For many in Gen X and Boomer age groups, the gym is as much about the people as the workouts. Small group sessions, coffee mornings, walking clubs and social events can all strengthen that sense of belonging. When people feel like they belong, they don’t just stay longer – they bring others with them.

The big question for any club owner is this. Could a new member in their fifties or sixties walk into your facility today, feel instantly welcome, understand how everything works without frustration, and leave excited to come back? If the answer is anything other than yes, there is work to do.

Younger generations will always be early adopters of the next big thing in fitness. But if we ignore the generations who have the loyalty, the time, and the resources to become some of our best members, we are leaving value on the table. Small, thoughtful changes to the way we market, onboard and serve these members could make the difference between a fleeting visit and a long-term relationship.

In an industry obsessed with chasing the next trend, maybe it’s time to give a little more attention to the people who will be here for the long run.

UKActive and the Future of Our Industry – Time for Honest Questions

 Today I had an excellent conversation with a group of respected industry professionals about the challenges we face and the direction our leadership is taking. Special thanks to @Tara Dillon for her time and valuable insights into the work Cimspa does and some of the challenges they face.

But amid the optimism and shared passion for our sector, a difficult question emerged:

Does UKActive truly represent the whole industry, or just those who pay to be members?

By default, UKActive is seen as our industries voice. Yet in reality, it represents only its members. The great work they produce, reports, initiatives, research, is generally accessible only to those who pay to join. That’s understandable to a point; they are a trade body, not a governing body. But if the aim is to create industry-wide standards, drive engagement, and influence national policy, then we have to acknowledge an uncomfortable truth:

You cannot truly represent an industry you do not fully represent.

And here lies the problem. With membership fees ranging from hundreds to thousands of pounds per year, the barrier to entry is real. For many operators, particularly independents, the tangible return on that investment is questionable.

A Question for Those Already Paying

If you’re already a member, I would encourage you to ask yourself:

• What measurable benefits have I received from my membership?

• Beyond attending events or reading reports, what has this investment delivered directly to my business?

• Has it put more members through my doors? Improved my operational performance? Increased my profitability?

If the only justification for paying is to “support the organisation’s ability to campaign on our behalf,” then perhaps that’s not enough. Advocacy is important, but advocacy without a strong, united, and growing industry behind it will always fall short.

Membership Should Mean More

If UKActive genuinely aspires to represent the entire sector, then membership must be more accessible, more valuable, and more inclusive. It needs to deliver tangible benefits to every operator, from the largest chain to the smallest independent.

That means:

• National campaigns that drive direct footfall into fitness facilities - not just generic “get active” messages (which to be fair is rare other than the "1-day national fitness day campaign", but initiatives that convert the public into paying members.

• A fair voice for all parts of the sector - independents make up a third of our industry, yet their influence on policy and direction is minimal. The Main board has no representatives from independent, franchise or the hotel sector, and while there is an independent club council the voice they have is ineffective or ignored

• Listening to the industry - Whilst a massive undertaking, UKActive needs to listen to the industry and understand why many clubs and business are not members

• Practical business support - expert help for clubs in difficulty, resources and templates, operational guidance, access to local projects and funding.

• Inclusive programmes - if a deal or project is negotiated on behalf of the sector, it should be open to everyone, not just public operators or members.

• Benefits - There has to be more benefits from being a member than just helping the industry and being able to attend events. Even the chamber of commerce offers HR, legal and local business support

Looking Outward Before Looking Inward

Right now, the focus appears heavily tilted towards government engagement, lobbying, NHS partnerships, high-level advocacy. While these things matter, they should never come at the expense of the sector itself. A stronger industry makes for stronger lobbying. The two are not mutually exclusive, but the order matters.

I remember the FIA era, when campaigns like Commit to Get Fit existed purely to drive people into gyms. That focus built industry confidence, engagement, and economic resilience. Without that inward investment, lobbying risks becoming an echo chamber.

A Question of Strategy

We should also ask why, in a climate where private and independent operators often have capacity and capability, we still see millions invested in building new leisure centres without any cohesive approach to integrating all providers in a local area. A joined-up strategy, one that leverages every operator’s resources, would serve communities far more effectively.

Time for the Industry to Speak Up

This is not a new problem; it’s a long-term challenge in UKActive’s direction. Which means we must now ask:

• Are they the right organisation to lead us into the next decade?

• Does the leadership and governance model need reform?

• Or is it time for something entirely new?

These questions are not an attack, they’re an invitation to rethink, to re-evaluate, and to align around what our industry really needs.

Because if we continue to accept the status quo without challenge, we will keep getting the same results: a sector that is fragmented, underrepresented, and underleveraged.

It’s time for every club, every operator, and especially every paying member to ask: What am I really getting for my investment? And if the answer isn’t clear — maybe it’s time to demand one.

The 5 Real Drivers of a Successful Fitness Business

 

The 5 Real Drivers of a Successful Fitness Business

When people imagine what it takes to run a great fitness business, they often jump straight to equipment, branding, or spending more money. But success isn't about having the newest machines or the flashiest marketing. It’s built on a foundation of strong systems, high standards, clear communication, an engaged team, and a deep understanding of your numbers.

If you're serious about building a sustainable, profitable gym, these are the five areas that deserve your attention.

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1. Solid Processes – The Framework That Frees You

Systems don't limit your creativity – they create space for it. Without clear, repeatable processes, your gym becomes reliant on individuals instead of structure. That’s when performance becomes inconsistent and key knowledge disappears when staff leave.

Processes are what make excellence scalable. For example, a well-designed onboarding process ensures every new member feels welcomed and supported, regardless of who’s on shift. A consistent sales follow-up system ensures leads are contacted quickly, objections are handled professionally, and nothing falls through the cracks.

Real-world example: One club we worked with improved new member conversions by 21% in six months by refining their tour process and automating timely follow-ups.

Solid processes don't replace people – they empower them to do their best work consistently.

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2. Impeccable Standards – The Details That Build Reputation

Your brand isn't just your logo. It's the smell when a member walks in, the state of the changing rooms, the tone of your communication, and how well your timetable runs. These small moments create lasting impressions.

Standards matter. They reflect how much you care. Uniforms, music volume, email tone, equipment layout, punctuality, even how a class is introduced – all of it shapes your member experience.

According to a 2022 Proinsight Mystery Shopping report, private gyms scored 83% for cleanliness and presentation compared to just 59% for public leisure centres. That difference plays a massive role in retention and reputation.

Raising your standards isn’t about perfection. It’s about consistency. Every day. Across every touchpoint.

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3. Great Communication – Where Loyalty Is Won or Lost

Poor communication creates uncertainty. When members feel ignored or confused, they disengage. It doesn’t matter how good your equipment is if members aren’t sure what’s happening.

Effective communication is timely, clear, and consistent. It applies internally with your team and externally with your members. Are class changes communicated well? Are your team aligned before each shift? Are member queries handled quickly and personally?

Research from Bain & Company shows that improving customer retention by just 5% can increase profits by 25 to 95 percent. That retention is heavily influenced by how effectively you communicate, especially when things go wrong.

Communication is not a box to tick – it’s a relationship to build.

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4. An Engaged and Happy Team – The Culture That Sells Without Selling

You can’t force passion, but you can create a culture where it thrives. Your team is your brand. They’re the face, the energy, the difference between a gym someone tolerates and a gym someone tells their friends about.

When your team is happy and engaged, they don’t just do their job – they go beyond it. They smile more, help more, sell more, and retain more members.

What drives team engagement?

• Clear expectations and regular feedback

• Recognition for great work, no matter how small

• Development beyond just technical training

• A sense of belonging and shared purpose

One boutique club we supported created a “Wow Wall” where staff could write up weekly shout-outs for teammates who went above and beyond. It took five minutes to maintain. It transformed morale.

Members don’t stay for equipment – they stay for people.

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5. Knowing Your Numbers – Turning Insight Into Action

You can’t improve what you don’t measure. Yet too many fitness businesses rely on gut feel instead of real data.

Do you know your average length of membership? Your true cost per lead? Which classes drive the most revenue per square metre?

Tracking these numbers allows you to make better decisions. It helps you know when to invest, when to adjust, and where your blind spots are. It's not about spreadsheets – it's about clarity.

A 2023 global fitness business benchmark report found that gyms actively tracking key performance data grow 35% faster than those that don’t.

When you know your numbers, you stop guessing. You start leading.

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Final Thoughts

Great businesses are rarely built on luck. They’re built on systems that support people, cultures that inspire teams, standards that show pride, communication that builds trust, and numbers that provide direction.

None of these require a million-pound investment. They require intention, consistency, and leadership.

So ask yourself: which of these five areas are you overlooking? Because growth doesn't just come from working harder – it comes from working smarter.

Beyond the Gym Floor: Why Creating a Multi-Business Model Could Be the Smartest Move You Make

 

Beyond the Gym Floor: Why Creating a Multi-Business Model Could Be the Smartest Move You Make

The fitness industry is full of passionate, capable operators. Many gym owners are excellent at running clubs, building member communities, and delivering great training experiences. But somewhere along the way, the belief that you need to “do it all yourself” has taken root—and in doing so, may be capping your growth and limiting the value you provide to members.

The future of successful fitness businesses may lie not in doing more yourself, but in creating an ecosystem: a collaborative, multi-business model under one roof that enhances your offering, supports long-term retention, and drives sustainable profit.

Why “Staying in Your Lane” Could Be a Power Move

At its core, a gym is a fitness space. But members don’t join just for access to dumbbells or treadmills. They join to feel better. To change something about their life. That journey rarely ends at just a gym floor workout.

They may want to lose weight. Sleep better. Build muscle. Fix an injury. Feel more confident. Eat better. Age well. And that means they need more than just training—they need a support system of services that wrap around their goals.

You could try to deliver everything in-house. Many clubs do. But often, this means you end up with underutilised space, overstretched staff, and half-hearted services that never really take off. Instead, imagine bringing in specialists and local entrepreneurs who are already brilliant in their niche—and giving them a platform inside your facility to thrive.

It’s not just smarter. It’s more profitable, more scalable, and far more valuable to your members.

The Power of the Collective Model

A multi-business fitness and wellness hub has the potential to become a true destination. Think of it like a retail park—but for health.

A place where people come not just for a gym session, but to see their physio, grab a protein-rich lunch, enjoy a recovery session, get advice from a nutritionist, or even take a moment of calm in a wellness pod or massage room. It’s a lifestyle, not a pit stop.

You’re not just creating a gym. You’re creating a health and wellness ecosystem.

Some real-world examples that show this model works:

• Third Space (London) integrates luxury gym experiences with medical-grade wellness services, spa treatments, and nutrition advice.

• Soho House clubs include co-working, social, F&B, spa, and wellness areas—not just for prestige, but because each element feeds into member experience.

• Smaller independents like The Foundry in the UK have created partnerships with brands like CryoLab and mental performance coaches to extend their value without bloating internal overheads.

What Could This Look Like in Your Club?

Think beyond the traditional tenant model. This isn’t just about renting out unused office space—it’s about strategic collaboration.

Imagine these under one roof:

• A nutritionist running 1:1 consultations and group weight loss clinics

• A sports therapist or physio offering injury rehabilitation on-site

• An external café operator that aligns with your brand, serving healthy meals and post-workout smoothies

• An EMS studio offering high-intensity, low-impact training as a separate business line

• A massage or recovery space using compression boots, infrared saunas, or cryotherapy

• A beauty or aesthetics therapist, or even a barbershop or tattoo artist, for clubs with younger or alternative markets

• A mental wellbeing coach providing coaching, meditation, or breathwork sessions

You can keep your focus on running a great gym—while these partners bring in new footfall, serve existing members, and pay you rent or commission.

Why This Works Financially

Here’s where it gets interesting.

You already have the overhead. The lease, the utilities, the insurance, the management structure. Adding another business under your roof doesn’t double your costs—it multiplies your value.

Let’s say you sublet 3 treatment rooms at £600/month each. That’s £1,800 per month in passive income. Or maybe a café contributes 5–10% of their turnover. Maybe an EMS partner pays for marketing space and books from your front desk.

Now combine that with what it does for retention. If your members can get more done in one place—train, recover, eat, relax—they’re more likely to stay.

Studies suggest the average gym member retention sits at around 14 months, but clients who engage in multiple services (e.g. PT + wellness) often stay 30–50% longer.

More services = more value = longer retention = better business.

Why It Also Expands Your Audience

Here’s another benefit: demographic reach.

The typical gym audience is still heavily skewed toward 20- to 40-year-olds. But what if you introduced services that appeal to:

• Older adults seeking injury prevention and joint care

• Parents looking for child-friendly classes or post-natal support

• Busy professionals wanting on-site food, recovery, and productivity tools

• People intimidated by traditional gyms but attracted by EMS or group yoga

These people might never have joined a gym—but they’ll walk into a wellness centre.

You diversify your audience, you increase your footfall, and you build greater brand equity in your community.

Why Don’t More Gyms Do This?

Some don’t know where to start. Others fear it means giving up control. A few are simply stuck in the mindset of “we do it all ourselves.”

But the truth is, trying to run five or six services internally—often poorly—is a fast-track to burnout, underperformance, and staff frustration.

Outsourcing, done well, can be your biggest lever for growth.

Start by asking:

• What do our members need that we don’t offer?

• What spaces are underused?

• Who in the local area already does this well?

• Could we collaborate in a way that benefits both businesses?

A Final Thought: Focus on Your Core, Empower the Rest

This isn’t about diluting your identity—it’s about focusing on what you’re best at and empowering others to do the same.

You remain the expert in gym operations. But alongside you are other passionate professionals who elevate your offer.

Together, you’re no longer just a club. You’re a destination.

Kids Fitness: Our Industry’s Missed Opportunity—And Moral Obligation

 

Kids Fitness: Our Industry’s Missed Opportunity—And Moral Obligation

We talk a lot in this industry about wanting more people active. More people in gyms. A healthier nation. But when it comes to one of the most obvious routes to achieving that—engaging children and young people in fitness—we’re still turning a blind eye.

The vast majority of health clubs remain adults-only or, at best, reluctantly child-friendly. Yet this isn’t just a missed commercial opportunity. It’s a failure to take responsibility for the future of our industry, our communities, and our collective health.

So, Why Aren’t We Doing More?

You don’t have to look far to see the contradiction. Golf clubs—often seen as traditional and exclusive—routinely offer junior memberships at a fraction of the adult price. Why? Because they understand something many in fitness seem to miss: you attract and retain families by engaging the next generation.

It’s long-term thinking. They know that by bringing kids into their clubs, they’re not only making the sport accessible early, they’re:

• Adding value for parents (who become members or stay longer),

• Building community goodwill,

• And, most importantly, future-proofing their sport and their membership base.

Imagine if we did the same in fitness. What if we made it the norm—not the exception—to welcome kids into our gyms, run safe and engaging programmes, and instil healthy habits from the beginning?

The Drop-Off Dilemma

It’s well known that most young people drop out of sport by the age of 18–20. And the data tells us that most don’t then magically discover gyms or structured fitness in early adulthood.

But what if they were already comfortable in that environment? What if they’d grown up around fitness—not just in P.E. lessons or sport clubs, but in gyms, studios, and structured programmes that helped them understand exercise beyond competition?

We’d have fewer inactive young adults, a more engaged and loyal customer base, and a society that didn’t see the gym as intimidating or transactional, but as a normal part of life.

The Benefits to the Business

There’s a compelling moral case, but let’s talk frankly about the business side:

• More members: Engage kids and you engage parents. Family memberships can significantly boost retention.

• Community impact: Running kids programmes earns you positive press, strengthens your local ties, and differentiates your brand.

• Long-term value: A 12-year-old who falls in love with fitness could be a customer for the next 40+ years.

• Pipeline building: You’re not just getting short-term sales—you’re building a movement that supports the future of your club.

And yet, despite all this, many clubs still hesitate. Why?

What’s Holding Us Back?

Let’s be honest about the perceived barriers:

• DBS checks and safeguarding policies can feel like red tape.

• Staffing requirements go up—more supervision, more planning.

• Adult members may complain if kids are seen as disruptive.

• Space limitations make programming difficult for some clubs.

But these aren’t dead ends. They’re operational challenges, and challenges can be solved.

So, What’s the Solution?

We’re not saying every gym needs a soft play area and toddler yoga. But there are accessible, manageable ways to start making a difference:

• Offer low-cost or free junior memberships to members’ children, especially during off-peak times.

• Create instructor-led sessions so kids aren’t using adult gym space unsupervised.

• Run short-term pay-as-you-go programmes, such as 4-week fitness fundamentals for teens.

• Use weekends and holidays strategically—when adults are less likely to be in and kids need structure.

• Promote family workouts or “open gym” hours where parents can train while kids take part in safe sessions.

Not every club can do everything. But every club can do something.

This Is Bigger Than Revenue

Yes, this is an untapped commercial opportunity. But it’s also a moral obligation.

If we claim to be a health industry, we can’t keep ignoring the formative years of health.

If we say we want to improve the lives of our communities, we can’t keep locking out the one group that most needs early exposure to healthy movement.

If we want to create lasting change in public health, it can’t just start at 18.

Final Thought

The fitness industry is packed with passionate, talented people. But if we’re serious about creating a healthier, more active nation, we must start looking down the road—10, 20 years from now—and ask: who are the members of the future?

They’re not in your club yet.

But they could be.

And if we do this right—they will be.